Organizations - and the people who manage and lead them - shape our world. People who understand and master good management and leadership skills increase their effectiveness and thus, their ability to shape our world. Our purpose is to build students’ portfolio of management skills, leadership strengths, and stewardship strategies to enable our graduates, and their colleagues, to achieve greater success and to help shape our world.

EMU's mission and culture encompass the values of ethics, stewardship, and sustainability. Incorporating that culture and mission into the Masters in Business Administration (MBA) curriculum means that EMU graduates are uniquely prepared to offer leadership with compassion, integrity, and the highest ethical standards.

The MBA program strengthens students’ ability to analyze business situations and solve complex problems, as well as provide strategic direction to firms. Students will strengthen their management skills in accounting, economics, and financial management. Students will develop skills in team management, collaborative innovation, stewardship, and multi-cultural and global perspectives. As part of the program, students may choose a concentration in Nonprofit Entrepreneurial Management or in Health Services Administration.

Designed with the working professional in mind, EMU MBA students typically join cohorts who take their core classes together one night a week. Classes are delivered in a variety of formats including lecture, case study, and group discussion. The program includes 12 prerequisite hours, and a 37 semester-hour core, including a 4-hour capstone course. The MBA is usually completed in two and a half years.

The EMU Difference

Consistent with EMU’s purpose and core values, the EMU MBA program focuses on developing graduates’ management skills, leadership strengths, and stewardship strategies that enable them to not only succeed as effective organizational leaders, but also to help shape the world.

The sections below introduce what the EMU MBA program intends to do with the three areas of focus.

Management Skills

The EMU MBA core program includes an array of courses that build analytical skills in business management. The program includes all the traditional MBA content areas of accounting, finance, economics, and operations research and also teaches the skills within the context of strong ethical behavior that focuses on profit, social good, and environmental sustainability.

Leadership Strengths

The EMU MBA core program includes many courses that build the qualitative skills necessary to lead in a changing environment, such as courses on comparative perspectives, systems approach to organizational behavior, and business policy and strategy. The program places strong emphasis on communications skills, both oral and written, case studies, and team projects.

Stewardship Strategies

Throughout all courses, the faculty imbue students with the strategic directions, norms and values that differentiate successful enterprises over the long term. Courses include stewardship, innovation, and social entrepreneurship, along with a capstone on business as a calling.

MBA Faculty

EMU faculty bring unique experiences - many in international settings - to help students develop their manager-leader capabilities. They will introduce real-life experiences into the classroom, experiences that students complement with their own unique experiences. A complete listing of the faculty is included on the EMU website at www.emu.edu/personnel/departments/show/mba.

MBA Students

The MBA program targets mid-career professionals who seek to advance in their current career or change careers, and who have a minimum of two years’ work experience. Most students continue to work full time during the entire program.

EMU’s MBA program assumes that students enter the program with experience, skills, and expertise. Regardless of the level of prior experience, students will continue the life-long process of strengthening their management skills, leadership strengths, and stewardship strategies necessary to achieve greater success in business.

Concentration in Nonprofit Entrepreneurial Management

The nonprofit sector represents one of the fastest growing sectors of the U.S. national economy. The nonprofit sector encompasses many types of mission-driven and results-oriented organizations that increasingly demonstrate innovations in management, leadership, and stewardship initiatives.

Our focus on entrepreneurial management training responds to a growing expectation that nonprofit organizations - whether they be churches, hospitals, other non-governmental organizations (NGO’s), or international governmental organizations (IGO’s) - need to be managed effectively for results and for stewardship of social, economic, and natural capital. In addition, social entrepreneurs are leading the charge on the Triple-E bottom line for investments that demonstrate that they are economically viable, environmentally sound, and socially equitable (and ethical).

In today’s environment, nonprofit management requires a capacity to serve as a good steward of organizational and community values and resources, to lead and work with people effectively, and to manage well through the requisite skills of financial, personnel, and project management. Through these enhancements we equip our students with the skills to be successful in their leadership and management roles.

The Nonprofit Entrepreneurial Management concentration provides the theory and practice for managing and leading nonprofit organizations to achieve innovation, effectiveness, and sustainability in the stewardship of social, economic, and natural capital. The program serves reflective practitioners who seek to do good and to do well in these endeavors. Please see the section on Curriculum for information about specific course offerings.

Concentration in Health Services Administration

Health care services and health care management are among the strongest employment fields in the Shenandoah Valley, as well as nationally. Retiring baby boomers and the rising average age indicate an increased demand for health care and retirement services. The growing demand calls for innovative leadership in health services administration in all sectors of health care. Future leaders face challenges of meeting an organization’s goals and providing adequate services.

The Health Service Administration concentration supports innovative delivery of services across a broad spectrum of health providers from church-related organizations to community-based organizations. The program serves practicing health care providers who desire to earn a graduate degree. . Please see the section on Curriculum for information about specific course offerings.

Admission Criteria

Persons applying to the MBA program must hold a bachelor’s degree from an accredited institution. The MBA program requires applicants with a minimum of two years of work experience. Those MBA applicants who did not complete an undergraduate business major may need to take a series of prerequisite courses preparing them for the level of work in the program.

Application Process

Application packets are available from the MBA office. A completed application includes:

1. A completed EMU MBA application form.
2. A non-refundable application fee of $25.00.
3. Official transcripts from each college or university attended.
4. Two letters of recommendation including one from an employer.
5. GMAT scores.
6. Interview with one or both MBA co-directors.

An MBA admissions committee composed of program faculty makes the final admission decision. Students who have not yet completed their prerequisite courses or who have not yet taken the GMAT may, on a case by case basis, be conditionally admitted to the program (see below). Please contact the MBA program coordinator to arrange for an interview.

Conditional Admission Criteria

In some cases, students may wish to begin their studies before completing all prerequisite classes or before taking the GMAT. Students may apply for conditional admittance if they have fulfilled all other admission criteria prior to beginning course work. Students are limited to one semester as a conditionally admitted student and must have a grade point average of no less than 3.0 to petition for full admission to the program.

Persons may register for prerequisite or other MBA courses for professional development purposes without seeking admission to the MBA program. MBA co-directors must approve all course registrations of non-degree seeking students.

MBA Transfer Credit

Transfer credits may be applied to a student’s program of study upon approval of a program co-director. Co-directors will handle decisions on a case-by-case basis in consultation with additional faculty members.

A maximum of 9 hours of transfer credit may be applied to the degree. All transfer work must have a grade of A or B and have been completed for graduate credit at an accredited college or university. Normally, all transferred coursework must be less than five years old. The MBA co-directors approve transfer credit taken more than five years before the student is admitted by exception only. The co-directors approve exceptions only when the student uses the content as part of their professional life. Students requesting to transfer work must submit the request in writing with an official transcript from the university which awarded the credit.

Academic Standards

Academic probation. Students who have completed nine hours in a graduate program will be placed on academic probation if their GPA falls below 2.75. The MBA co-directors will notify such students in writing of their probationary status, which remains in effect until they raise their GPA above 2.75 or are dismissed from the program. Those on probation should meet with one of the MBA co-directors to develop a plan for increasing their probability of academic success.

After two Cs, the co-directors will send a letter to the student reminding them of the academic probation policy. After three Cs, the student will be placed on academic probation. After the fourth C, students may be dismissed or be asked to repeat courses.

Graduation GPA Requirements

Graduate students are expected to earn A and B grades. A GPA of 2.75 is the minimum requirement for graduation.

MBA Refund Policy

Core Classes (16 week semester)

Withdraw Date . . . . . . . . . . . Refund %
Week 1 . . . . . . . . . . . . . . . . . . . . . . . . . 90%
Week 2 & 3 . . . . . . . . . . . . . . . . . . . . . . .80%
Week 4 . . . . . . . . . . . . . . . . . . . . . . . . . 70%
Week 5 & 6 . . . . . . . . . . . . . . . . . . . . . . .60%
Week 7 . . . . . . . . . . . . . . . . . . . . . . . . . 50%
Week 8 & 9 . . . . . . . . . . . . . . . . . . . . . . .40%
Week 10 . . . . . . . . . . . . . . . . . . . . . . . . . 0%

Summer Classes (Based on 4-hr sessions; Saturdays equal two 4-hr sessions)

Contact Time . . . . . . . . . . . . . . Refund %
4 hours. . . . . . . . . . . . . . . . . . . . . . . . . 100%
8 hours. . . . . . . . . . . . . . . . . . . . . . . . . . 80%
10 hours. . . . . . . . . . . . . . . . . . . . . . . . . 60%
12 hours. . . . . . . . . . . . . . . . . . . . . . . . . 40%
More . . . . . . . . . . . . . . . . . . . . . . . . . . . 0%

Aid recipients who change their course registration after the beginning of each semester must notify the financial assistance office. Enrollment status is very important to aid eligibility. Students who withdraw must also notify the financial assistance office. Financial aid refunds due to withdrawal are calculated using the percentage of term not completed as mandated by federal aid regulations. More information about aid adjustments and refunds related to changes in enrollment status may be obtained from the Financial Assistance Office.

Fall 2008

August 21	FALL SEMESTER CLASSES BEGIN MBA 600 Comparative Perspectives on Business & Society MBA 615 The Health Care Delivery System MBA 628 Systems Approach to Organizational Behavior MBA 631 Accounting for Managers MBA 660 Legal Aspects of Business and Human Resources MBA 626 Managing in a Complex Health Care Environment MBA 690 Business as a Calling for the Common Good (Sept. 2, plus Sept 8-Dec. 8, MONDAY EVENINGS, 6-9 p.m.)
November 27	Thanksgiving recess
December 4	Classes resume
December 11	Last day of classes

Spring 2009

January 8	SPRING SEMESTER CLASSES BEGIN MBA 610 Marketing Strategy and Research MBA 611 Managerial Economics MBA 616 Application of Legal & Ethical Principles to Health Care MBA 621 Productions, Operations, and Information Systems MBA 641 Finance for Managers MBA 627 Financing Health Care
April 23	Last day of class
April 25	Baccalaureate
April 26	91st annual commencement

Summer 2009 (Dates to be announced)

• MBA 652 Stewardship, Innovation, and Social Entrepreneurship
• MBA 655 Entrepreneurship and Venture Creation
• MBA 682 Business Policy and Strategy
• MBA 683 Organizational Governance and Leadership
• MBA 648 Project Management

The program (37 credit hours) takes five semesters and two summers, usually in 30 consecutive months, including a four credit hour capstone course in the final semester. The accelerated format assumes students spend more time on coursework out of class than in a traditional delivery format.

Students are expected to take the courses in the order outlined below. Any deviation from this schedule must be approved by the MBA program director.

NOTE: Course requirements and order may change as the program evolves. Students are accountable to the sequence of course work under the catalog in which they entered the program and as updated from time to time on the MBA website at www.emu.edu/mba. Should program courses change and the student desire to replace an old requirement with a new one, he/she must petition the co-directors for the change to occur.

Prerequisites (12 SH)

Students are expected to complete the following prerequisites as a condition for admission to the EMU MBA program:

• Principles of Microeconomics
• Statistics for Business
• Managerial Accounting
• Introduction to Finance

MBA Program (37 SH)

MBA 600 - Comparative Perspectives on Business and Society (3 SH)
MBA 628 - Systems Approach to Organizational Behavior (3 SH)
MBA 610 - Marketing Strategy and Research (3 SH)
MBA 621 - Production, Operations and Information Systems (3 SH)
MBA 658 - Stewardship, Innovation, and Social Entrepreneurship (3 SH)
MBA 631 - Accounting for Managers (3 SH)
MBA 660 - Legal Aspects of Business and Human Resources (3 SH)
MBA 611 - Managerial Economics (3 SH)
MBA 641 - Finance for Managers (3 SH)
MBA 682 - Business Policy and Strategy (2 SH)
MBA 690 - Business as a Calling for the Common Good (4 SH)

Students may petition the co-directors to replace up to four semester hours of required courses with electives. Co-directors will base the decision to grant the student's request on their professional experience and interests. Graduate electives may come from selected courses from the Masters in Conflict Transformation program, Masters of Education program and the Seminary.

MBA 691 - Practicum in Social Entrepreneurship (1 SH) and
MBA 692 - Research in Stewardship and Innovation (1 SH) are available on a limited basis. See full course descriptions on our website at http://www.edu.edu/mba/0001core

MBA with Concentration in Health Services Administration (37 SH)

MBA 600 - Comparative Perspectives on Business and Society (3 SH)
MBA 615 - The Health Care Delivery System (3 SH)
MBA 631 - Accounting for Managers (3 SH)
MBA 626 - Managing in a Complex Health Care Environment* (3 SH)
MBA 658 - Stewardship, Innovation, and Social Entrepreneurship (3 SH)
MBA 610 - Marketing Strategy and Research (3 SH)
MBA 616 - Application of Legal & Ethical Principles to Health Care (3 SH)
MBA 611 - Managerial Economics (3 SH)
MBA 627 - Financing Health Care (3 SH)
MBA 682 - Business Policy and Strategy (2 SH)
MBA 628 - Systems Approaches to Organizational Behavior (3 SH)
MBA 655 - Entrepreneurship and Venture Creation (2 SH)
MBA 683 - Organizational Governance and Leadership (2 SH)

*alternating year courses

Students may petition the co-directors to replace up to four semester hours of required courses with electives. Co-directors will base the decision to grant the student's request on their professional experience and interests. Graduate electives may come from selected courses from the Masters in Conflict Transformation program, Masters of Education program and the Seminary.

MBA 691 - Practicum in Social Entrepreneurship (1 SH) and
MBA 692 - Research in Stewardship and Innovation (1 SH) are available on a limited basis. See full course descriptions on our website at http://www.edu.edu/mba/0001core

MBA with Concentration in Nonprofit Entrepreneurial Management (37 SH)

MBA 600 – Comparative Perspectives on Business and Society (3 SH)
MBA 628 – Systems Approach to Organizational Behavior (3 SH)
MBA 610 - Marketing Strategy and Research (3 SH)
MBA 638 – Finance and Accounting for Non-Profit Entities (3 SH)
MBA 658 – Stewardship, Innovation, and Social Entrepreneurship (3 SH)
MBA 631 - Accounting for Managers (3 SH)
MBA 660 - Legal Aspects of Business and Human Resources (3 SH)
MBA 611 - Managerial Economics (3 SH)
MBA 648 – Project Management (3 SH)
MBA 683 - Organizational Governance and Leadership (2 SH)
MBA 690 – Business as a Calling for the Common Good (4 SH)
MBA 655 - Entrepreneurship and Venture Creation (2 SH)
MBA 683 - Organizational Governance and Leadership (2 SH)

Students may petition the co-directors to replace up to four semester hours of required courses with electives. Co-directors will base the decision to grant the student's request on their professional experience and interests. Graduate electives may come from selected courses from the Masters in Conflict Transformation program, Masters of Education program and the Seminary.

MBA 691 - Practicum in Social Entrepreneurship (1 SH) and
MBA 692 - Research in Stewardship and Innovation (1 SH) are available on a limited basis. See full course descriptions on our website at http://www.edu.edu/mba/0001core

 

MBA 511 Survey of Economics (3 SH)

Provides a general survey of macroeconomics and microeconomics and an introduction to economics as a way of thinking with a focus on understanding how the economy functions. Includes the determination of national income, the pricing and allocation of products and factors of production in a market economy. Also covers fundamentals of international trade and finance.

MBA 521 Statistics for Business (3 SH)

Examines different types of statistics, variables, levels of measurement, and the use of statistics in major business areas. Topics include frequency distributions, descriptive measures, probability concepts and distributions, basic sampling methods, regression analysis and time-series forecasting. This course has strong emphasis on the use of spreadsheets and statistical software as tools to examine and evaluate business problems.

MBA 531 Survey of Accounting Principles (3 SH)

Introduces accounting principles and practices and interpretation of financial statements. No background in accounting is assumed. The course includes a description and derivation of financial statements prepared by accountants and a discussion of a conceptual framework which provides rationale for accounting practices. The course also covers corporation accounting and examines the use of accounting information in the planning and controlling of the firm’s operations.

MBA 541 Introduction to Finance (3 SH)

Provides an introduction to the theory and practice of business finance. The course emphasizes the problems faced by financial managers. Topics include the role of financial markets, interest rates, time value of money, valuation of securities, capital budgeting and working capital management.

MBA 600 Comparative Perspectives on Business and Society (3 SH)

Examines the range of perspectives for understanding the relationships between business and society. Anabaptist and other alternative frameworks, as well as classical and mainstream ethical frameworks, are presented and assessed from which critical issues in business are evaluated.

MBA 610 Marketing Strategy and Research (3 SH)

Provides an introduction to the principles and practices of marketing. Topics include marketing structure, channels of distribution, consumer behavior, pricing, advertising, industrial marketing, telemarketing and marketing research. Aspects of international marketing and service marketing are included. Consumer behavior topics include psychological, sociological and anthropological variables that influence consumer motivation and actions.

MBA 611 Managerial Economics (3 SH)

Analyzes household and business decisions using economic concepts. Microeconomic theory and quantitative methods are applied to managerial decisions regarding consumption, profits, and output. Emphasis is placed on computer spreadsheets as a decision tool.

MBA 615 The Health Care Delivery System (3 SH)

Gives the health care manager a broad overview of health care delivery within the United States, along with a brief perspective on the history of involvement in health care delivery by the Mennonite Church. The involvement of local, state, and federal agencies in the delivery of care, as well as its financing, will also be examined, along with an overview of the development of health policy. Technology’s impact on the health care environment both currently and in the future will be outlined along with an exploration of healthcare informatics. In addition, comparison to other nations’ health care systems will be made as well as projections for the future of the U.S. system.

MBA 616 Application of Legal & Ethical Principles to Health Care (3 SH)

Examines the legal and ethical issues health care managers will need to negotiate as they manage the delivery of health care both organizationally and clinically. The use of an organizational ethics committee will be outlined. Care delivery issues that emerge with changing technology will be discussed, which include procreational issues such as abortion, in vitro fertilization and the use of stem-cell technologies, end-of-life issues, advance directives and elder care. The influence of faith-based values on ethical decision making will be outlined with students expected to identify and reflect how their own personal values shape their ethical positions. The context of medical errors and resultant malpractice claims will also be examined. Multiple case studies that reflect these issues will be used to engage the students in decision-making regarding an appropriate managerial response.

MBA 620 Management and Organizational Theory (3 SH)

Evaluates traditional and current philosophies of management and organizational development through class discussions, lectures, case study reports and business projects. Each function of management is studied: planning, leading, organizing and controlling. Organizational theory analyzes human resource management philosophies, new organizational structures and culture and TQM (total quality management). Finally, this course presents elements of quantitative decision analysis and an introduction to subsequent courses related to management.

MBA 621 Production, Operations and Information Systems (3 SH)

Explores the design, operation and control of production and operations systems in manufacturing and service organizations, and explores how information resources support managerial decision making. Emphasis is given to the computer as a tool to process business data and provide timely information. Topics include data and information, capacity planning and design, process design and control, manpower and material planning, scheduling, inventory management and quality planning.

MBA 625 Organizational Behavior (2 SH)

Designed to help the student understand and influence the behavior of people in organizations. The course will explore individual behavior, group behavior, and organizational systems. Emphasis will be placed on organizational culture, team dynamics, diversity management, conflict managment, communication, and motivation. The course is offered in a six-week format, meeting once per week, with extensive team interaction between class meetings. Group discussions and presentations, case studies, practical exercises, and lectures on OB theory will provide a balance of approaches for exploring how people behave and interact in an organizational setting.

MBA 626 Managing in a Complex Health Care Environment (3 SH)

Focuses on the dynamics of leading the health care organization in times of rapid change and how that change can be used to leverage effective organizational performance. Continuous improvement and the use of data-driven decision-making and national benchmarking, along with the fostering of a high level of employee involvement will be emphasized, as well as the effective use of organizational accountability for performance. The effective partnering with governing boards will be identified. The use of the planning process as a tool for positioning the organization for effective performance along with a review of that performance using annual performance tools will be analyzed. The use of marketing to enhance the organization’s visibility in the community in which it serves will be outlined. The development of a workforce that is culturally competent and focused on the delivery of care that exceeds the expectations of a culturally diverse client base will be explored. The manager’s role in shaping the organization and self-management and its importance for effective leadership will be woven in as themes throughout the course.

MBA 627 Financing Health Care (4 SH)

The financing of health care delivery across the delivery system will form the focus for this course, as well as the context of the U.S. economy and how it affects the delivery of health care. The operational management of the finances for a health care organization will be discussed, including budgeting, and the management of multiple revenue streams. The prospective payment system and health insurance will be discussed as well as options for financing of health care delivery outside of the prospective payment system. Fundraising as well as planning for capital investments and long-term planning for organizational financial viability will be analyzed. An application project that develops a plan of correction/adjustment/expansion for a financial issue in the student’s own organization will give the student an opportunity to apply course content to actual live organizational issues.

MBA 628 Managing Conflict and Human Resources in Health Care (3 SH)

(To be developed jointly with Center for Justice and Peacebuilding.)

MBA 631 Accounting for Managers (3 SH)

Provides an overview of the methods of managerial accounting, with emphasis on accounting information contained in reports to management. The functions of planning, decision making and control are studied as accounting data are reported through the firm’s information system and in special analysis.

MBA 641 Finance for Managers (3 SH)

Provides an advanced overview of business management with an emphasis on multi-period financial decision making. The course emphasizes the main responsibilities of financial managers: financing the operations of a firm. Topics include financial analysis, planning-forecasting, capital budgeting, working capital management and the use of long-term financing. The course uses a financial simulation game.

MBA 655 Entrepreneurship and Venture Creation (2 SH)

Examines the role of entrepreneurship and innovation in the US and global economies. The course involves discussion of the entrepreneurial process from business plan through financing and staffing. Topics include entrepreneurial roles and personality types, innovation in large organizations, women and minority entrepreneurs, family business and public policy issues.

MBA 660 Legal Aspects of Business and Human Resources (3 SH)

Provides an overview of the legal aspects of business. Includes topics such as agency relationships, business organizations, contracts, sales and leases and debtor-creditor relations. Special emphasis on human resource issues and applicable law.

MBA 682 Business Policy and Strategy (2 SH)

Emphasizes strategic planning through analysis of the firm’s industry environment, competitive position and internal resources. Topics include defining mission and vision, identifying strategic competencies and maintaining competitive advantage.

MBA 683 Organizational Governance and Leadership (2 SH)

Covers the free market control and governance process including the roles of shareholders, corporate officers and the board of directors, while focusing on the role of the leader and leadership, as provided by the governing mechanism. Topics include leadership development, managerial succession, management and board relations, acquisitions and takeovers and boardroom conflict.

MBA 690 Integrated Leadership as a Calling (Capstone Course) (4 SH)

This capstone course will constitute an holistic approach, integrating the management and organization functions with the special role of faith-based leadership in today's world. Business research and consulting techniques will be utilized and practiced by doing an actual project serving an organization with need. Students will also complete a personal "life plan," identifying their personal vision, purpose, and potential life goals to be accomplished during his/her professional lifetime.